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"ABSTRAKDalam meningkatkan kualitas SDM Rumah Sakit (RS) Khusus THT-Bedah KLProklamasi, maka perlu menciptakan sistem manajemen kinerja yang baik, yaitumelakukan penilaian kinerja dengan merumuskan Key Performance Indicators(KPI) yang berfungsi sebagai alat ukur tercapainya tujuan RS. Dilakukanpendekatan kualitatif dengan metode diskusi kelompok terarah (FGD) danwawancara mendalam terhadap seluruh unit di RS untuk merancang KPI yangsejalan dengan tujuan RS, dimana terbentuk 196 rancangan KPI untuk 23 unitdimana setiap unit terdiri dari 8-10 KPI yang dapat menjadi pertimbangan RSuntuk digunakan sebagai penilaian kinerja unit yang sesuai dengan tujuan RS

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ABSTRACTImprovement in human resources quality in Proklamasi- ENT Hospital requirescreation of a good performance management system through implementation ofperformance measurement by formulating Key Performance Indicators whichfunction as a measuring instrument to achieve hospital goals. A qualitativeapproach with focus group discussions and in depth interviews method with alldivisions in the hospital was performed to formulate KPI which compatible tohospital goals. A 196 KPI draft was formed for 23 divisions whereas each divisionconsist of 8-10 KPI to became hospital consideration to measure all divisionperformance that compatible with hospital goals"

"Perkembangan industri rumah sakit tidak hanya menuntut peningkatan pelayanan dan fasilitas namun juga menuntut pada sinergitas dari pihak manajemen untuk dapat mengelola semua hal yang akan mendukung meningkatnya kelayakan rumah sakit, termasuk dalam hal manajemen pemeliharaan.Indikator kinerja kunci dirancang agar dapat memberikan acuan terhadap proses penilaian kinerja manajemen dalam hal ini manajemen pemeliharaan industri rumah sakit. lndikator kunci kelayakan ini disusun berdasarkan studi literature dan pengambilan data mengenai hal - hal pokok / kunci berkaitan dengan pemeliharaan rumah sakit berdasarkan skor terbesar hasil rekomendasi responden melalui kuesioner.Dalam penelitian ini dihasilkan sebanyak 23 indikator kunci manajemen pemeliharaan RS yang terbagi dalam 8 kelompok Indikator utama. Dengan hasil penelitian ini maka diharapkan dapat memberikan acuan bagi manajemen rumah sakit khususnya bagian pemeliharaan agar dapat mengevaluasi operasi pemeliahraannya dengan lebih mudah dan tepat sebagai bagian dari penilaian kinerja pemeliharaan secara keseluruhan.

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Growth of hospital industry not only claiming for the make-up of facility and service but also claim to the synergy of management to be able to manage everything that will be able to support eligibility of the hospital, included hospital maintenance management.

Key perfomance Indicators designed so that can give reference to the process assessment of management performance, in this ease discussed the performance of maintenance management in hospital industry. This Key Performance Indicators are compiled pursuant to study of literature and intake of data concerning fundamental matter relate to maintenance of hospital facilities, according to the biggest score result of respondent’s recommendation through the questioner.

This research results 23 indicators as key performance indicator of maintenance in hospital facilities which divided in 8 main indicator groups. The result of this research hopefully will become a guidance for hospital management especially maintenance unit to be able to evaluate its maintenance operations precisely and easily as the part of the maintenance performance measurements."

"Rumah Sakit Khusus THT-Bedah Proklamasi adalah sebuah rumah sakit khusus yang produk unggulannya adalah pelayanan THT (Telinga-Hidung-Tenggorok). Rumah sakit ini dipandang sebagai salah satu rumah sakit terbaik dalam bidang THT, dengan dukungan para dokter spesialis THT yang mayoritas adalah staf pengajar FKUI-RSCM. Dari falsafah rumah sakit tersirat bahwa prinsip kerja rumah sakit (dari kita untuk kita) akan berjalan dengan baik apabila terdapat kepuasan yang tinggi dari para dokter yang bekerja di rumah sakit, baik terhadap rumah sakit maupun terhadap rekan sejawat. Kegiatan pemasaran rumah sakit pada saat ini mulai difokuskan pada pemasaran internal, yaitu untuk lebih meningkatkan kepuasan seluruh karyawan rumah sakit. Dirasakan perlunya data tentang kepuasan para dokter terhadap rumah sakit. Data tersebut dapat dipakai sebagai acuan pihak manajemen rumah sakit untuk dapat membuat skala prioritas dalam memenuhi keinginan para dokter (yang sekaligus juga adalah "pemilik" rumah sakit).Penelitian ini adalah sebuah studi kasus dengan pendekatan kuantitatif dan kualitatif. Tujuan penelitian adalah untuk rnengetahui tingkat kepuasan dokter terhadap rumah sakit secara keseluruhan. Sebagai variabel terikat adalah kepuasan dokter terhadap rumah sakit, sedang variabel bebas adalah karakteristik dokter (usia, jenis kelamin, lama bekerja, status praktek, waktu untuk rumah sakit, penghasilan dari rumah sakit, jumlah saham), fasilitas rumah sakit (fasilitas medis, fasilitas penunjang medis, lingkungan rumah sakit), dan pelayanan rumah sakit (tarif, pelayanan perawat, pelayanan administrasi, kebijakan direksi). Populasi penelitian adalah seluruh dokter yang praktek di rumah sakit. Sampel penelitian berjumlah 20 orang dokter, sedangkan wawancara mendalam dengan 4 orang mewakili pihak-pihak yang berkompeten. Pengumpulan data kuantitatif dilakukan dengan menggunakan kuesioner, sedangkan data kualitatif dengan panduan wawancara.Hasil penelitian menunjukkan bahwa tingkat kepuasan dokter secara statistik tidak dipengaruhi oleh karakteristik individu dokter, sedangkan untuk variabel fasilitas rumah sakit dan pelayanan rumah sakit, semua atribut secara statistik signifikan mempengaruhi kepuasan dokter, kecuali atribut pelayanan perawat yang secara statistik tidak mempengaruhi kepuasan dokter. Dari semua atribut yang secara statistik signifikan, dilakukan analisis multivariat dengan teknik backward method, dan didapatkan bahwa pelayanan administrasi adalah atribut yang paling mempengaruhi kepuasan dokter terhadap rumah sakit.Hasil penelitian ini diharapkan dapat digunakan oleh pihak rumah sakit dalam rangka peningkatan kepuasan dokter yang pada akhirnya akan meningkatkan kinerja rumah sakit.Bibliografi: 25 (1987-2003)

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The Satisfaction of the Doctors towards Proklamasi ENT-Surgery Special Hospital as a Part of its Internal Marketing in the Year 2003Proklamasi ENT-Surgery Special Hospital is a special hospital with its core product in the field of ENT services. The hospital is considered as one of the best ENT hospital in Indonesia, since it has a full support from experienced ENT Specialists from The Medical Faculty University of Indonesia. The hospital principle states that the work is to be conducted together. This principle suggests that the high satisfaction among the doctors is needed if the hospital is to work successfully. Hospital marketing program is currently focused on internal marketing, substituting the previous marketing programs aimed at increasing patient satisfaction, to increase all employees' satisfaction, Therefore, data on the satisfaction of the doctors would be very important for the management to set priority scales in order to fulfill the need of the doctors (who are also "the owners" of the hospital).

This is a case study, involving both quantitative and qualitative approaches. The purpose of the study is to look at the doctors' level of satisfaction towards the hospital as a hole. The dependent variable is doctors' satisfaction towards the hospital, and independent variables comprise doctors' individual characteristics (age, sex, length of work, work status, percentage of time spent for the hospital, percentage of income from the hospital, and number of share owned), hospital facilities (medical facilities, medical support facilities; and hospital environment), and hospital services (fee, nursing services, administration services, and policy of the director), Study population is all doctors who are registered at the hospital. Samples consist of 20 doctors, while 4 informants were involved; these are 1 person representing the director, 1 commissioner, and 2 practicing doctors. Quantitative data collection used questioner, while qualitative data collection used in-depth interview guidelines.

The study showed that doctor's satisfaction is not correlated with doctors' individual characteristics. It is correlated with all attributes of hospital facilities and hospital services, except for nursing services, which is not correlated with the doctors' satisfaction. Out of all attributes that significantly correlate with doctors' satisfaction, multivariate analysis was conducted using backward method, and the result showed that administration service has the strongest correlation with doctors' satisfaction towards the hospital.

The result of the study is expected to be beneficial for the hospital management team in order to be better understood of doctor's satisfaction, and to increase doctor's satisfaction that in turn will yield an increase in the hospital performance.

Bibliographies: 25 (1987-2003)"

"Tesis ini membahas proses business coaching yang dilakukan pada YES Cake Bakery, suatu UKM yang bergerak di industri makanan. YES Cake Bakery menawarkan serangkaian produk roti, cakes, dan kue kering. Tesis ini fokus membahas masalah yang dihadapi YES Cake Bakery dalam bidang Sumber Daya Manusia SDM . Masalah utamanya adalah bahwa YES Cake Bakery belum memiliki sistem evaluasi kinerja karyawan. Penulisan tesis ini bertujuan untuk membantu YES Cake Bakery dalam menyusun Key Performance Indicator KPI yang dapat digunakan untuk menilai kinerja karyawannya.

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This thesis discusses the business coaching process conducted at YES Cake Bakery, a SME engaged in the food industry. YES Cake Bakery offers a range of bakery products, cakes, and cookies. This thesis focuses on the problems faced by YES Cake Bakery in the field of Human Resources HR. The main problem is that YES Cake Bakery does not yet have an employee performance evaluation system. This thesis writing aims to assist YES Cake Bakery in preparing the Key Performance Indicator KPI that can be used to assess the performance of its employees."

"Organizations perform all activities and operations within a framework, which are built on its vision and mission. The performance of each activity and operation can be measured using Key Performance Indicators (KPI), which indicate the organization’s success in achieving its strategic objectives. KPI is widely used not only by profit-oriented organizations, but also by non-profit organizations such as government agencies. Government agencies have different characteristics in terms of funding, programs, and culture. This research describes the development of KPI in an Indonesia government agency. This research was conducted in three stages: evaluating the organization’s vision and mission; determining the organization’s position using Strength, Weakness, Opportunity, and Threat (SWOT) analysis; and preparing a strategic plan, and developing the priorities of that plan using the Analytical Hierarchy Process (AHP). The result of KPI development shows that the government agency has eight strategic objectives and five KPI."

"Manajemen pemeliharaan dalam industri minuman sangat berhubungan dengan produktivitas perusahaan sehingga dibutuhkan suatu sistem pengukuran kinerja. Dalam melakukan pengukuran dibutuhkan indikator pengukur kinerja agar dapat memberikan acuan terhadap proses pengukuran kinerja manajemen pemeliharaan. Metodologi yang dilakukan dalam menetapkan indikator kinerja kunci manajemen pemeliharaan adalah survey kuesioner. Responden survey merupakan praktisi ekspert bidang pemeliharaan di perusahaan minuman. Hasil kuesioner merupakan data rating responden terhadap indikator kinerja pemeliharaan. Berdasarkan pengolahan data hasil survey kuesioner di 6 perusahaan minuman didapatkan 30 indikator kinerja kunci manajemen pemeliharaan. Kelompok indikator yang memiliki indikator kinerja kunci terbanyak adalah tipe kehandalan, sedangkan kriteria kunci dalam melakukan pengukuran adalah pencatatan data.

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Maintenance management in the beverage industry is related to productivity so that the company needed a system of performance measurement. In measurements needed to gauge the performance indicators that can provide a reference to the performance measuring process of maintenance management. The methodology in setting key performance indicators of maintenance management is the questionnaire survey. Survey respondents are practitioners ekspert field maintenance in the beverage company.

The result is a data questionnaire respondents rating the indicators of performance maintenance. Based on the data processing results of the questionnaire survey in 6 beverage company established 30 key performance indicators of maintenance management. Indicator groups that have key performance indicators was the type reliability, while the key criteria in the measurement is the recording of data."

"Tesis ini membahas proses business coaching yang dilakukan pada YES Cake & Bakery, suatu UKM yang bergerak di industri makanan. YES Cake & Bakery menawarkan serangkaian produk roti, cakes, dan kue kering. Tesis ini fokus membahas masalah yang dihadapi YES Cake & Bakery dalam bidang Sumber Daya Manusia (SDM). Masalah utamanya adalah bahwa YES Cake & Bakery belum memiliki sistem evaluasi kinerja karyawan. Penulisan tesis ini bertujuan untuk membantu YES Cake & Bakery dalam menyusun Key Performance Indicator (KPI) yang dapat digunakan untuk menilai kinerja karyawannya.

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This thesis discusses the business coaching process conducted at YES Cake & Bakery, a SME engaged in the food industry. YES Cake & Bakery offers a range of bakery products, cakes, and cookies. This thesis focuses on the problems faced by YES Cake & Bakery in the field of Human Resources (HR). The main problem is that YES Cake & Bakery does not yet have an employee performance evaluation system. This thesis writing aims to assist YES Cake & Bakery in preparing the Key Performance Indicator (KPI) that can be used to assess the performance of its employees."

"Penelitian ini bertujuan untuk mengusulkan indikator penilaian kinerja pada unit pengelola data pasang surut di Badan Informasi Geospasial. Konsep penerapan manajemen risiko sebagai indikator penilaian kinerja dapat dilakukan dengan mengintegrasikan manajemen risiko dan manajemen kinerja melalui tiga tahap yaitu analisis lingkungan internal dan eksternal, penilaian risiko dan penentuan indikator penilaian kinerja. Metode penelitian yang digunakan adalah metode penelitian studi kasus menggunakan teknik analisis kualitatif deskriptif. Pengumpulan data dilakukan melalui kuesioner dan wawancara. Hasil penelitian menunjukkan bahwa risiko proses ataupun key risk indicator yang terdeteksi dalam penilaian risiko dapat dijadikan indikator penilaian kinerja yang memenuhi kriteria spesific, measurable, achievable, relevant, dan time phase. Hasil penelitian menghasilkan beberapa indikator penilaian kinerja yang telah terintegrasi dengan manajemen risiko yang dapat membantu organisasi sektor publik meningkatkan kinerja, meningkatkan nilai maturitas SPIP dan nilai Manajemen Risiko Indeks (MRI).

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This study aims to propose the formulation of key performance indicators that have been integrated with risk management in the tidal data management unit at Badan Informasi Geospasial. The concept of implementing risk management as key performance indicators can be carried out by integreting risk management and performance management through three stages, namely analysis of the internal and external environment, risk assessment and determination of key performance indicators. The research method used is a case study research method using descriptive qualitative analysis techniques. Data collection was carried out through questionnaires and interviews. The results of the study show that process risk or key risk indicators detected in risk assessment can be used as key performance indicators that meet specific, measurable, achievable, relevant, and time phase criteria. The results of the study produce several key performance indicators that have been integrated with risk management which can help public sector organizations improve performance, increase the value of Government Internal Control System maturity level and Risk Management Index. "

"[This work, in co-operation with ABB Research, Deutsche Telekom AG Laboratories, EMC2 Advanced Technology Solutions, IBM Research, Intel Research, Microsoft Research.Philips Research, and SAP Research, develops a systematic approach to performance measurement for industrial research organizations in innovation-driven companies.The following questions are addressed :(1) Which research goals do research departments have?(2) Which KPIs do they use to monitor the achievement of these goals?(3) Is there a systematic best-practice approach to selecting KPIs for performance goals?The outcome is a complete set of eleven performance clusters, such as the transfer of research results to the development or other organizational departments, and each cluster has its own set of KPIs. The eleven clusters are : technology transfer, future business opportunities, technical achievements, intellectual property, operational excellence, talent pool, image, publications, presence in scientific community, collaboration with academia, collaboration with partners and customers., This work, in co-operation with ABB Research, Deutsche Telekom AG Laboratories, EMC2 Advanced Technology Solutions, IBM Research, Intel Research, Microsoft Research.Philips Research, and SAP Research, develops a systematic approach to performance measurement for industrial research organizations in innovation-driven companies.The following questions are addressed :(1) Which research goals do research departments have?(2) Which KPIs do they use to monitor the achievement of these goals?(3) Is there a systematic best-practice approach to selecting KPIs for performance goals?The outcome is a complete set of eleven performance clusters, such as the transfer of research results to the development or other organizational departments, and each cluster has its own set of KPIs. The eleven clusters are : technology transfer, future business opportunities, technical achievements, intellectual property, operational excellence, talent pool, image, publications, presence in scientific community, collaboration with academia, collaboration with partners and customers.]"

"Di tahun 2009, Pemerintah Indonesia mengesahkan Undang- undang (UU) Nomor 39 tentang penyelenggaraan Kawasan Ekonomi Khusus (KEK). Produk ini lahir untuk sebuah tujuan mulia: mempercepat pengembangan ekonomi, dan membangun keseimbangan pembangunan antar wilayah, dalam kerangka satu kesatuan ekonomi Negara Kesatuan Republik Indonesia. KEK dipilih sebagai terobosan untuk merealisasikan tujuan daripada KEK itu sendiri. Dilihat dari laporan tahunan Dewan Nasional KEK setiap tahunnya dari seluruh KEK yang sudah berjalan, masih diperlukan evaluasi pada KEK yang ada karena masih belum berjalan efektif. Pada kenyataannya evaluasi kemajuan program KEK sulit dilakukan karena setiap tahun terjadi perubahan pada indikator kinerja. Kurangnya pemantauan dan evaluasi yang efektif merupakan kelemahan kritis di sebagian besar program KEK (2016 ASEAN Guidelines for SEZs). Pengelolaan setiap KEK dapat dianggap sebagai mengelola proyek, dan mengelola seluruh KEK dapat dianggap sebagai manajemen program. Untuk meningkatkan efektifitas kinerja setiap KEK dalam manajemen program pada seluruh KEK, pada penelitian ini telah di analisa Key Performance Index (KPI) terhadap daftar manfaat. KEK di Indonesia memiliki manfaat ekonomi, sosial, dan lingkungan. Kemudian terdapat 31 KPI yang relevan dan dapat digunakan guna memantau kegiatan setiap KEK di Indonesia. Serta indikator penanaman modal asing merupakan indikator yag dianggap paling penting dalam pemantauan kegiatan KEK, diikuti indikator ekspor dan seterusnya.

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In 2009, the Government of Indonesia passed Law (UU) Number 39 concerning the implementation of Special Economic Zones (KEK). This product was born for a noble purpose: accelerating economic development, and building a balanced development between regions, within the framework of one economic unitary unitary state of the Republic of Indonesia. KEK was chosen as a breakthrough to realize goals rather than SEZ itself. Judging from the annual report of the National SEZ Council every year for all SEZs that are already running, an evaluation of existing SEZs is still needed because they are not yet running effectively. In fact, evaluating the progress of the KEK program is difficult because every year there are changes in performance indicators. Lack of effective monitoring and evaluation is a critical weakness in most SEZ programs (2016 ASEAN Guidelines for SEZs). Management of each SEZ can be considered as managing a project, and managing all SEZs can be considered as program management. In order to increase the effectiveness of the performance of each SEZ in program management for all SEZs, this research has analyzed the Key Performance Indicators (KPI) against the list of benefits. SEZs in Indonesia have economic, social and environmental benefits. Then there are 31 KPIs that are relevant and can be used to monitor the activities of each SEZ in Indonesia. As well as the foreign investment indicator is the most important indicator in monitoring SEZ activities, followed by the export indicator and so."